This title was first published in 2003. Airline operating profits are well known to be volatile, and the global industry aggregate figures conceal wide differences in performance between carriers. The fundamental reasons for the poor performance of the industry as a whole were in the early 1990's that output ran too far ahead of demand, and the yield earned on output sold was insufficient to cover costs. In strategic context, this second edition uses a simple yet powerful model to explore linkages between the fundamentals of airline economics and the volatility of industry results at the operating level. Its five parts look in turn at strategic context, supply side, demand side, network management and a general conclusion.

Published in 1998. The airline Industry has always been dynamic, innovative and challenging. While the dynamism has in the past tended to arise on the production side, a torrent of change on the commercial side is being unleashed by regularity liberalization. The magnitude and rate of change are also greater than anything previously encountered in the industry. This work is concerned with two distinct yet related transitions. The first is general, potentially affecting the strategic management of all types of company-notably, but not exclusively, in North America, Europe, Latin America, and parts of Asia. It is a transition to a new paradigm of strategic management in the growing number of airlines which participate in liberalized and increasingly competitive markets.

This title was first published in 2003.Airline operating profits are well known to be volatile, and the global industry aggregate figures conceal wide differences in performance between carriers. The fundamental reasons for the poor performance of the industry as a whole were in the early 1990's that output ran too far ahead of demand, and the yield earned on output sold was insufficient to cover costs. In strategic context, this second edition uses a simple yet powerful model to explore linkages between the fundamentals of airline economics and the volatility of industry results at the operating level. Its five parts look in turn at strategic context, supply side, demand side, network management and a general conclusion.

Published in 1998. The airline Industry has always been dynamic, innovative and challenging. While the dynamism has in the past tended to arise on the production side, a torrent of change on the commercial side is being unleashed by regularity liberalization. The magnitude and rate of change are also greater than anything previously encountered in the industry. This work is concerned with two distinct yet related transitions. The first is general, potentially affecting the strategic management of all types of company-notably, but not exclusively, in North America, Europe, Latin America, and parts of Asia. It is a transition to a new paradigm of strategic management in the growing number of airlines which participate in liberalized and increasingly competitive markets.

Drawing on recent developments in the services management, strategic management and brand management literatures, this stimulating and well-illustrated book presents critical new approaches to developing customer-centered airline strategies. Designed for a wide audience of aviation management students and professionals it acts as a linking text , using a services management approach to integrate strategy, marketing, human resources management and operations. Written in an accessible and practical style, it is the first book to draw together a broad range of knowledge from contemporary management fields to produce a framework specifically relevant to the airline industry. It is an unparalleled resource for students and airline managers alike.

This third edition of Straight and Level thoroughly updates the previous edition with extensive comments on recent industry developments and emerging business models. The discussion is illustrated by current examples drawn from all sectors of the industry and every region of the world. The fundamental structure of earlier editions, now widely used as a framework for air transport management courses, nonetheless remains unchanged. Part 1 of the book provides a strategic context within which to consider the industry's economics. Part 2 is built around a simple yet powerful model that relates operating revenue to operating cost; it examines the most important elements in demand and traffic, price and yield, output and unit cost. Part 3 probes more deeply into three critical aspects of capacity management: network management; fleet management; and revenue management. Part 4 concludes the book by exploring relationships between unit revenue, unit cost, yield, and load factor. Straight and Level has been written primarily for masters-level students on aviation management courses. The book should also be useful to final year undergraduates wanting to prepare for more advanced study. Amongst practitioners, it will appeal to established managers moving from functional posts into general management. More broadly, anyone with knowledge of the airline industry who wants to gain a deeper understanding of its economics at a practical level and an insight into the reasons for its financial volatility should find the book of interest.

Drawing on recent developments in the services management, strategic management and brand management literatures, this stimulating and well-illustrated book presents critical new approaches to developing customer-centered airline strategies. Designed for a wide audience of aviation management students and professionals it acts as a linking text , using a services management approach to integrate strategy, marketing, human resources management and operations. Written in an accessible and practical style, it is the first book to draw together a broad range of knowledge from contemporary management fields to produce a framework specifically relevant to the airline industry. It is an unparalleled resource for students and airline managers alike.

This third edition of Straight and Level thoroughly updates the previous edition with extensive comments on recent industry developments and emerging business models. The discussion is illustrated by current examples drawn from all sectors of the industry and every region of the world. The fundamental structure of earlier editions, now widely used as a framework for air transport management courses, nonetheless remains unchanged. Part 1 of the book provides a strategic context within which to consider the industry's economics. Part 2 is built around a simple yet powerful model that relates operating revenue to operating cost; it examines the most important elements in demand and traffic, price and yield, output and unit cost. Part 3 probes more deeply into three critical aspects of capacity management: network management; fleet management; and revenue management. Part 4 concludes the book by exploring relationships between unit revenue, unit cost, yield, and load factor. Straight and Level has been written primarily for masters-level students on aviation management courses. The book should also be useful to final year undergraduates wanting to prepare for more advanced study. Amongst practitioners, it will appeal to established managers moving from functional posts into general management. More broadly, anyone with knowledge of the airline industry who wants to gain a deeper understanding of its economics at a practical level and an insight into the reasons for its financial volatility should find the book of interest.